10 Tips for Engaging the Disengaged

You have someone on your team who is checked out. He might be smiling, putting in his required hours and keeping busy, but his heart isn’t into it. He’s going through the motions.

When this happens, studies show it’s likely due to one or more fundamental issues: The person has lost pride in the organization, has questions about the effectiveness of senior leaders or is having difficulties with his immediate supervisor.

Whatever the reason, you have options: Ignore it, terminate it or improve it.

Two years ago, an employee flat out told me she was disengaged. After participating in a webinar on the levels of employee engagement, she had diagnosed herself at the lowest level. I found her transparency endearing, and I wanted to help. So together with her manager, we looked for ways to improve it.

Last spring, employee engagement survey results showed she was still dragging. But now, five months later, she has become one of the most inspired members of the team.

While there is no silver bullet or sure solution, here are the 10 factors that led to her reengaging in such a dramatic way:

1. Appreciate the heart of the disengaged. Just because they’re disengaged, it doesn’t mean they’re half-hearted. Don’t marginalize their convictions. It’s important to continuously affirm their commitment to their beliefs.
2. If it’s draining, figure out a way to remove it. Find out which responsibilities are energizing, which are tolerable and which are draining, and do everything possible to stop or minimize the drain.
3. Collaborate on the solution. People support a world they help create. The more involvement people have in setting their direction and/or crafting their role, the more they’ll embrace it.
4. Encourage constant transparency. Lack of safety kills trust and productivity. When you allow people to let their guard down, you create the space for constructive dialogue.
5. Look beyond the sphere of work. Most people’s needs and wants are influenced by the needs and wants of their family, spouse or other aspects of their personal life. Knowing, appreciating and striving to address extended needs will go a long way toward fueling greater engagement on both sides of the work-life equation.
6. Change the structure to change the current. A river typically won’t alter course without a change in underlying structure. Likewise, strong emotions about an interpersonal or work dynamic won’t usually alter course without a change to team composition or structure.
7. Show how personal goals relate to company goals. Andre Lavoie, CEO of Clear Company, makes a compelling case for the link between employee engagement and goal alignment. The more relevant people feel their personal goals are to the company strategy, the more excited they are about them.
8. Don’t underestimate titles. A simple title change can make a big difference in how someone feels about their role.
9. Increase expectations. It may sound counterintuitive, but the more that’s expected—and the greater personal commitment that’s required—the more engaged people often feel. Strong emotions follow strong actions.
10. Give people ownership so they act like an owner. Similarly, the more freedom and autonomy we give people, the more they feel responsible and valued.

Consider applying one of these ideas more intentionally with that person on your team that, truth be told, doesn’t have their head and heart in the game.

Let me know how it goes, and comment below with your tips for engaging the disengaged.

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